ClearView is proud to announce that it has once more been positioned in the Leaders Quadrant in Gartner’s July 2017 Magic Quadrant for Business Continuity Management Program Solutions, Worldwide.
CEO Charles Boffin comments, ‘We are delighted that we have once more been recognised as a leader in the market as we continue to focus on our core principles of delivering a sophisticated and functionally-rich platform in a way that makes it easy to use and intuitive for all users, irrespective of role in an organisation. We believe our continued placement in the Leaders quadrant demonstrates our ongoing commitment to remain a key player globally in this field.’
Gartner subscribers may download the full report here
For more than 10 years Lootok has pushed the boundaries of traditional crisis management and business continuity (BC). “I launched Lootok with the singular vision of doing BC differently,” said Lootok CEO, Sean Murphy. “Global volatility and increased competition have escalated the need for companies to prepare for disruptions. While everybody knows that they should have a BC program, nobody wants to do the work. BC is only important when it’s too late, and when an incident does occur, any data and plans that have been collected typically remain untouched.”
Lootok continually confronts these challenges by offering fresh points of view on industry standards and new ways to transform programs to meet today’s highly networked environment. Sean Murphy explains: “I knew that BC was an essential part of business. The negative returns I so often saw were not the result of BC itself, but rather how it was implemented. At that point, I saw a major opportunity in going beyond the cookie-cutter approach and offering something of lasting value.”
With this goal, Lootok based its services on a deep understanding of industry expertise and interdisciplinary sciences. Why integrate interdisciplinary sciences? It is a simple answer, according to Sean: “We get better results. Through integrating cognitive sciences, gamification, and branding concepts we capture higher-quality data, buy-in at all levels of the organization, and sizable costs savings through self-service and automation.”
2017 marked a reflective period in Lootok’s history, where the company restructured areas of the organization to yield even greater innovation and sharpened its services to Lootok clients. Lootok is excited to announce that there are four changes in its talent pool that set the stage for this evolution.
Learning to either manage the crisis or run the company, but not do both, is a hard lesson for most executives, as they want to do it all. Executives achieve their position through hard work, overcoming extreme obstacles, success, confidence, and leadership. It becomes difficult to let go of the organizational reigns to focus on the crisis. Likewise, it is just as difficult to let others manage a crisis while they focus on the organization. This post is a reflection of a number of executive crisis management trainings I facilitated where the executive (e.g., CEO, business unit president, segment leader) wanted to ‘fly the plane’ and ‘fix the problem.’
As you are making plans for the RIMS 2017 Conference in Philadelphia, make sure you don’t miss Lootok’s Sean Murphy and Jeremy Stynes speaking on Monday, April 24th. They will be exploring the psychology of risk, sharing innovative ways to market your program, and breaking down traditional myths of Business Continuity Management. All in our signature, non-conventional Lootok way. We hope you come and join us!
RIMS 2017: April 23-26th, 2017 | the Pennsylvania Convention Center | Philadelphia
Lootok Sessions on Monday, April 24 :
12:00 – 12:25 pm | Market Your Program Like a Product | Jeremy Stynes, President
1:00 – 1:25 pm | Five Myths of Operational Risk and Business Continuity Management | Sean Murphy, CEO
3:00 – 4:00 pm | Risk Shrink: Exploring the Psychology of Risk | Sean Murphy, CEO, Lootok; Hester Shaw, Internal Control Framework Director, GSK
Zona Walton [ADP - Global Business Resiliency] and I spoke at a private conference last month. The title of our session was The Future of Resiliency. We explored the idea that the future of resiliency isn’t resiliency; that is, it will be something else.
As business continuity practitioners, it would serve us well to take a cue from writer Antoine de Saint-Exupéry, who stated, “Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away.”
Many risk and resiliency initiatives are more robust and complicated than they need to be. Common signs of an over-engineered program may include: lengthy plans packed with procedures and protocol, a BIA that takes months to complete, lengthy internal audits fixated on industry standards, and just a handful of people who actually know what to do in an incident.
Blessed with “the curse of knowledge,” we as practitioners can easily lose sight of how business continuity is perceived by our stakeholders. We fall prey to assuming that others understand the value of participating in program activities, much less have the expertise to decipher industry jargon (how many times in your career have you had to explain “RTO” and “MTPD”?).
Even Wikipedia’s description of “business continuity planning” is prefaced with the warning: “This article may contain an excessive amount of intricate detail that may only interest a specific audience.”
Put yourself in the shoes of a stakeholder who rarely thinks of contingency planning or has yet to experience an incident, and it’s even more critical that you keep your program simple.
What would happen if we were to boil down business continuity to just the basics? What if we began describing concepts in layman’s terms, and it helped to ease understanding and facilitate program adoption?
Last month, I showed up at a client’s manufacturing site to facilitate an annual tabletop exercise. The company had recently kicked off its crisis management and business continuity initiative, so I wasn’t surprised to walk in and hear several people ask what this meeting was about, and how long it was going to last.
It is commonplace within organizations to have initiative atrophy or program of the month syndrome. People are doing more with less. Everyone is highly skilled at prioritizing work and recognizing false positive initiatives. Crisis management and business continuity can quickly get categorized as a ‘not now’ or ‘postpone as long as possible’ project in this environment. Therefore, it is important for risk and security professionals to allow our stakeholders bring themselves into the program. We need them to want the program and value the work we need them to do.
In my experience, there are usually three different types of people sitting in the room.
First, you have your evangelists, or your program advocates—they’re often the ones leading the initiative or they’ve already experienced some kind of catastrophic event. On the other end of the spectrum are those who have already decided risk management is irrelevant, so they’re checked out and sighing loudly.
But almost everyone in between is a good corporate citizen who has showed up with a printed copy of their plan because they were told to. Other than the occasional email, they’re not used to thinking about risk. You can’t blame them for wanting to just get the meeting over with and get on with their lives.
This mindset, unfortunately, is not uncommon. Whether people are unaware of the program or struggle to understand its value, it’s important to recruit them as active participants. So what are we as risk management professionals to do?
In our business, we can all identify with the feeling that something bad is looming—the next big power outage, unprecedented snowstorm, or vicious cyber attack is right around the corner. Sometimes it can feel like all we’re doing is getting ready for a negative event.
Many industry activities—things like assessments, plans, exercising, and auditing—help to create this “wait-for-impact culture.” As we evaluate endless industry standards, regulations, and consulting methodologies, there is a hyper-focus on documentation, policies, procedures, steering committees, and audits.
This methodical approach works with well-defined risks, or those threats that are so familiar to us that we’ve integrated them into the way we do business. But what about complex risk? The most procedural checklists and plans don’t account for managing those threats that we’ve yet to figure out. Risks that are still emerging and largely unknown are the ones that could actually leave us vulnerable.
Ten years ago, we developed Lootok’s BCM Model®* because we realized that it wouldn’t ever be enough for leaders to simply respond. For companies to stay competitive, leaders must be more proactive than ever to also consider threats that are on the horizon.
This presentation was presented at the D.C. Analyst Roundtable. I was asked to speak on crisis management, business continuity, and how to run a program like a business. You can download the presentation from SlideShare.
I presented at the BCI World Conference in London. My topic was on using learning, training, and awareness concepts and techniques to implement and maintain a business continuity and crisis management software. The objective is to better leverage software to drive adoption and quality.
BCI World Conference participants should be able to obtain a copy of the presentation from the BCI.
Using concepts and techniques from behavioral science and game theory, I suggested better ways to deliver software implementation and maintenance. Lootok has partnered with ClearView - an awarding winning globally recognized business continuity and crisis management software. We are ClearView’s North America service provider. We selected ClearView as the our software of choice after a lengthy due diligence process. Our partnership brings new capabilities as well has higher quality of service to the marketplace.
ClearView Continuity software can solve a lot of problems. For example:
It is a tool to manage workflow and communication
It is a destination for your data, information, and reporting
It is used to solve problems (e.g., gap analysis) and make decisions (e.g., investment)
It is used to get ready for an event (planning, plans, and practice) as well as at time of event to communicate and respond
The “on time, on budget, and as promised” motto that dominates our industry is a cliché. It’s the stock answer when asked how to evaluate a project’s success. You may achieve one or maybe two of these measures, but satisfying all three is no easy feat. While project plans can help, you need much more. At Lootok, we deliver projects through two proprietary means: ODWR® and 5Ds®.
One of the sad realities of the “new normal” is the escalating specter of terrorism-related crises in the workplace. Though not exclusively tethered to data privacy concerns or security incidents, a business executive’s ability to manage unforeseen trauma is an essential (and largely unspoken) part of the modern day job description. This interactive workshop offers timely, practical, scenario-based coaching on how to handle the unforeseen at a moment of supreme hardship. Participants will walk away with a clear understanding of core tenets of business continuity management, as well as key techniques for coping with or better understanding terrorism’s ineffable vicissitudes.
Where: The Metropolitan Club
When: November 16, 2016, 1:45pm to 2:45 pm
Topic: Darkness Descends: The General Counsel’s Role in Business Continuity Management
Join me at the DC Analysts’ Roundtable on November 14th! I will be presenting on Business Continuity & Crisis Management.
The DC Analysts’ Roundtable is a collaborative body of practitioners in the fields of intelligence and risk analysis from the private sector and federal, state, and local agencies. The Analysts’ Roundtable promotes the professionalization of the intelligence and risk analysis communities through the sharing of best practices, information, and analytical training. Sign up by contacting DC.Analysts.Roundtable@gmail.com. Look forward to seeing you there!
Lootok’s ABdCa®: The best way to collect and analyse data.
We were at our wits’ end. Neither we nor our clients could take another dull meeting or frustrated end-user. Risk management, crisis management, and business continuity were simply too hard for too little. We took a deep breath and sat back. Finally, someone said it.
“There HAS to be a better way!”
We knew she was right, but none of us had any idea how to accomplish that. We started by just trying to have a little fun in our meetings: we played a few games. As we played, we discovered that our activities were not only fun, but engaging and memorable as well. We could use them to facilitate training and awareness. Then it got better. We realized we could collect and analyze data at the same time.
It was an incredible discovery for us. Not only did we change the experience of a meeting, it facilitated a better learning environment with higher adoption rates, while completing our deliverables at the same time. Developed and refined over the last decade, Lootok’s Activity-Based Data Collection and Analysis (ABdCa®) Model takes a fraction of the time and cost of traditional methods while facilitating a more effective process and more rewarding experience.
History has rewarded partnerships that have revolutionized the way people live, work, and even think for the better.
In the spirit of these pairings, Lootok is proud to announce that we will be selling ClearView software, as well as ClearView support, implementation, and consultancy services in North America.
Software alone is not a silver bullet; neither is consulting. Used properly, these two can revolutionize a program. That mutuality is the foundation for our partnership with ClearView. Lootok excels at program set up, training, awareness, and adoption. ClearView provides a best-in-class software that can grow with your program, while not overwhelming your users.
The Brit seemed like our perfect partner, and we feared it too good to be true—technical sophistication, strong reporting/metrics, and flexibility? Our self-defense mechanism kicked in, and we couldn’t help but try to dig up some dirt. So, we asked others, “Hey, what’s the Brit really like?”
But despite our best efforts, all we could scrape up were rave reviews from their existing clients. By all accounts, the Brit seemed reliable, stable, and drama-free.
Though it may seem shallow to admit, we also wanted to date someone with a pleasing, modern aesthetic—and the Brit was recognized globally for its good-looking user interface. Having seen so many clunky platforms, we bonded in our mutual love for user-centered design. We spent many a weekend waxing poetic about the need for “simple, unobtrusive, intuitive planning.”
Years ago, we were seduced by software that promised to solve all of our problems. Maybe it was our fault for being too naïve. The software only ended up being way too complicated, and left us feeling so overwhelmed and abandoned that there was no choice but to eventually break up. The whole experience burned us so bad that we swore never to enter into the software market again.
Maybe we’d just been in the BCM scene too long, but we didn’t want anything flashy or something just “good enough.” Perhaps our standards were high, but we vowed to ourselves not to make the same mistake again.
It is becoming increasingly necessary in risk management and business continuity management to be better, faster, and cheaper. We need to better Return on Investment (ROI), better participation, better end-user experience, faster change, greater reach and adoption, and enhanced techniques and concepts. We need people to do more with less and with higher quality and participation. To accomplish any of this we need behavioral science.
Lootok is proud to announce that ClearView, our trusted software partner, has been positioned in the Leaders Quadrant in Gartner’s July 2016 Magic Quadrant for Business Continuity Management Planning Software, Worldwide.
“How did you go bankrupt?”
“Two ways. Gradually, then suddenly.”
- Ernest Hemingway, The Sun Also Rises
I was working with a head of risk management—the chief risk officer—at a global organization that does not have a GSOC. One night over dinner, I asked him why his organization didn’t have one, and suggested he spearhead the initiative. His response? “I’m not convinced we need one. The organization has always operated without a GSOC, so why start now?” He also said, “The reality is, we’re already doing it here and there. The system works fine. Let people do their thing.” Something that seemed so obvious to me and so unnecessary to him left me on the defensive and him on offense.
The reality is, if you’re a global organization, you need a GSOC—or some version of it. If you don’t have one, you will need to communicate the severity of the situation and get one. Allow me to illustrate the need for such capabilities so you can justify the business case to your leadership and board…